CHAPTER 8 – ORGANIZATIONAL LEADERSHIP

LEARNING OUTCOMES:
At the end of this chapter, the students should be able to:
• explain what organizational leadership is;
• distinguish between leadership and management;
• describe different leadership styles; and
• discuss how to sustain change in an organization

ORGANIZATIONAL LEADERSHIP
• It is an attitude and a work ethic that empowers an individual in any role to lead from the top,
middle or bottom of an organization.
• Works towards what is best for the organization as a group at the same time.
• It does not sacrifice the individual members for the sake of the people nor sacrifice the welfare of
the group for the sake of individual members because both are of importance to the organization.
• Applied to the school setting, the school leader helps anyone from the organization not
necessarily from the top to lead others.

LEADERSHIP VERSUS MANAGEMENT

▪ Is a manager a leader or is a manager a leader?
▪ If I am a good leader, does it follow that I am also a good manager?

SCHOOL HEAD MUST BE BOTH A LEADER AND A MANAGER

• A school head leads the school and community to formulate the vision, mission, goals and school
improvement plan. (Leadership function)
• A school head sees to it that this plan gets well implemented on time and so ensures that the
resources needed are there, the persons to do the job are qualified and available. (Management
function)
• It is best that a school leader is both a leader and a manager.

MANAGERS versus LEADERS

MANAGERS LEADERS
ADMINISTER INNOVATE
Their process is transactional; meet Their process is transformational; develop a
objectives and delegate tasks vision and find a way forward.
WORK FOCUSED PEOPLE FOCUSED
The goal is to get things done. They are The goals include both people and results.
skilled in allocating work. They care about you and want you to
succeed.
HAVE SUBORDINATES HAVE FOLLOWERS
They create circles of power and lead by They create circles of influence and lead by
authority. inspiring.
DO THINGS RIGHT DO THE RIGHT THING
Managers enact the existing culture and Leaders shape the culture and drive integrity.
maintain status quo.
TYPES OF SKILLS DEMANDED OF LEADERS
1. TECHNICAL SKILL – refers to any type of process or technique like sending e-mail, preparing a
power point presentation. It involves psychomotor skills.
2. HUMAN SKILL – the ability to work effectively with people and to build teamwork; it is also
referred to as people skills or soft skills; and concerns relationship with people.
3. CONCEPTUAL SKILL – the ability to think in terms of models, frameworks and broad relationships
such as long range plans.

LEADERSHIP STYLES
1. AUTOCRATIC LEADERSHIP
▪ Leaders do decision making by themselves.
▪ Consultative leaders allow participation of the members of the organization by consulting
them but make the decision themselves.
2. DEMOCRATIC LEADERSHIP
▪ It allows the members of the organization to fully participate in decision making.
▪ Decisions are arrived at by way of consensus.
▪ There is genuine participation of the members of the organization which is in keeping
with school empowerment.
3. LAISSEZ FAIRE OR FREE-REIN LEADERSHIP
▪ Leaders avoid responsibility and leave the members of the organization to establish their
own work.
▪ This leads to the kanya-kanya mentality, one weakness of the Filipino character.
▪ There will be no problem if the situation is ideal; if the members of the organization has
reached a level of maturity that even if the members are left to themselves, they will do
only what is good to the organization. On the other hand, it will be chaos if each member
will do as he/she please even if it is against the common good.

MODELS OF LEADERSHIP
1. SITUATIONAL LEADERSHIP MODEL
▪ Effective leaders adapt their leadership style to the situation of the members of the
organization like the readiness and willingness of group members.
▪ Paul Hersey and Kenneth Blanchard (1996) characterized leadership style in terms of the
amount of task behavior and relationship behavior that the leader provides to their
followers.

Behavioral Styles in Situational Leadership

S1 S2 S3 S4
Selling/Directing Telling/Coaching Participating/Supporting Delegating
Individuals lack the Individuals are more Individuals are Individuals are
specific skills required able to do the task; experienced and able to experienced at the
for the job in hand however, they are do the task but lack the task, and
and they are willing demotivated for this confidence or the comfortable with
to work at the task. job or task. Unwilling willingness to take on their own ability to
They are novice but to do the task. responsibility. do it well. They are
enthusiastic. able and willing to
not only do the task,
but to take
 responsibility for the
task.

• If the members of the group are able, willing and confident (high readiness), the leader uses
a delegating leadership style. The leaders turns over the responsibility for decisions and
implementation to the members.
• If the members have low readiness, unable and unwilling, the leader resort to telling the
group members what to do.
• Competent members of the organization require less specific direction than less competent
members. Less competent people need more specific direction than more competent
people.
• Effective leaders need to be flexible and must adapt themselves according to the situation,
the readiness and willingness of the members of the organization.

2. SERVANT LEADERSHIP
• The paradoxical term servant leadership was coined by Robert K. Greenleaf (1977).
• Servant first…it begins with the natural feeling that one wants to serve. Then conscious
choice brings one to aspire to lead. The best test is: do those served grow as persons? Do
they, while being served, become healthier, wiser, freer, more autonomous, more likely
themselves to become servants?
• “Public servants” refer to appointed and elected officials of the government to
emphasize the fact that they are indeed servants of the people. Their first duty is to serve
and in serving, they lead.
• Servant leadership seeks to involve others in decision making; it is strongly based in
ethical and caring behavior; and enhances the growth of workers while improving the
caring and quality of organizational life.
• The school head who acts as a servant leader forever remembers that he/she is there to
serve the teachers, students, parents, etc. and NOT the teachers, learners, and parents to
serve him/her.
• The greatest teacher of humankind, Jesus Christ, was a servant leader. The life of the
Greatest Teacher was a life of total service to all. He taught his disciples “he who wants
to be great must be the servant of all”.
• Teachings of Jesus Christ in the Bible on servant leadership
o “Whoever wants to be first among you must be your slave.” (Matthew 20:27)
o “The greatest among you shall be your servant.” (Matthew 23:11)
o “If anyone wants to be first, he must be the last and the servant of all.” (Mark
9:35)
o “You know how the pagan rulers make their powers felt. But t shall not be this
way among you. Instead, whoever wants to become great among you must be
your servant.” (Mark 10:43)
o Jesus Christ whole life was a life of service. He wanted to emphasize his idea of
servant leadership by doing something dramatic in his last days on earth. He
washed the feet of His apostles. Washing the feet was the work of servants in His
time.

3. TRANSFORMATIONAL LEADERSHIP
 ▪ “Some men see things as they are and ask why. I dream of things that never were, and
ask why not?”- Robert Kennedy
▪ The transformational leader is not content with status quo and sees the demand to
transform the way the organization thinks, relates and does things.
▪ The transformational leader sees school culture as it could be and should be, not as it is
and so plays his/her roles as visionary, engager, learner, collaborator, and instructional
leader.
▪ A transformational leader makes positive changes in the organization by collaboratively
developing new vision for the organization and mobilizing members to work towards that
vision.
▪ A transformational leader combines charisma, inspirational leadership and intellectual
stimulation to introduce innovation for the transformation of the organization.

SUSTAINING CHANGE
• For reforms to transform, the innovations introduced by the transformational leader must be
institutional and sustained.
• A proof that an innovation introduced has transformed the organization is when the result or
effect of that change persists or ripples even when the transformative leader is gone or is
transferred to another school or gets promoted in the organization.
• If we want improvement in the way we do things in our organization, in our school or if we want
to improve in life, we must embrace change.
• The transformational leader ought to deal with resistance to change in order to succeed.

Points to Consider to Ensure that Innovation Leads to Organizational Transformation

Morato of Bayan ABS-CBN (2011)

1. Seek the support of the stakeholders

o The leader must build a “strong coalition of allies in order to push for any meaningful
change that would yield results. Innovations cannot be forced upon the teachers, the
students, the parents, and the community without serious consequences.
2. Get people involved early and often.
o Resistance drops off in proportion to the involvement of participants. It is best to set upo
networks to reach out to as many people as possible.
3. Plan a communication channel to sell the innovation
o “The change envisioned must cascade downwards to the last lesson plan and ripple side
wards to win the support of major stakeholders.” – Morato
4. Ensure that the innovation is understood by all
o The benefits and costs must be appreciated and weighed carefully.
5. Consider timing and phasing
o These are highly critical because missteps might backfire and lack of sensitivity to
stakeholders might lead to resistance.

WHAT TO ACOMPLISH FOR SUBMISSION:

1. Give the qualities or specific behaviors of a desirable leader with this acronym and explain
L–
E–
A–
D–
 E–
R–
2. As a future teacher, cite situations wherein you could show that you are a servant leader.